Managing Change in Construction Projects

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This research-based book presents new theoretical models and offers practical guidelines that will help construction managers respond more effectively to unanticipated changes in their projects and, in doing so, build learning and capability to better manage future project change situations. Unexpected change - which occurs throughout the design and construction phase - hinders project success and leads to disruptive effects such as time overruns, cost overruns and quality deviations. The appropriate management of change is essential to the minimisation of these damaging effects of inevitable change during construction projects. Managing Change in Construction Projects: A Knowledge-Based Approach offers a new perspective on construction project change by viewing the process of change management as a knowledge-intensive activity, where team members bring their tacit and explicit knowledge into the situation and share, create and capture this collective knowledge for future, enhanced re-use in similar situations. By moving from the information-driven, process-integrated approach to a knowledge-based view, construction teams can successfully resolve and learn from change events, leading to an overall improved performance of the industry. The book will make a significant contribution to our understanding of construction project change by offering new theoretical and practical insights and models grounded in results of case studies conducted within collaborative construction project team settings.